30. April 2026

Effective and efficient complaints handling

Complaints handling is a sensitive area for any law firm. Almost all firms will receive a complaint at some point, even where the client’s concerns are unfounded. What matters most is how that complaint is handled, and whether the firm can clearly demonstrate that it has been dealt with fairly, promptly and in line with Legal Ombudsman expectations

In my experience, firms that manage complaints well at the first‑tier stage significantly reduce the risk of escalation to the Legal Ombudsman, reputational damage, and unnecessary management time being diverted from fee‑earning work.

Handled properly, complaints can be resolved internally with confidence. Handled poorly or inconsistently, they quickly become a regulatory and commercial risk.

Key points to remember:

🟠 A complaint does not need to be labelled as “formal” or put in writing.
The Legal Ombudsman refers to an “expression of dissatisfaction”. It is for firms to decide what that means in practice, but staff must be able to recognise concerns early and escalate them appropriately.

🟠Clients do not need to wait for your response before approaching the Legal Ombudsman.
They must wait eight weeks before making a referral. If a firm fails to respond within that timeframe, or delays without providing a clear and reasonable explanation, it does not prevent escalation.

🟠Understand the complaint before responding.
Take time at the outset to clarify the client’s concerns and the outcome they are seeking. If necessary, ask further questions. A well‑structured response should clearly summarise the issues being addressed and demonstrate that they have been fully understood.

🟠Acknowledge complaints promptly and manage expectations.
Confirm receipt, explain the process, and set a realistic timeframe for the outcome. Even where a full response is planned within eight weeks, failure to communicate early can undermine the client's confidence from the outset.

🟠Ensure the outcome response is clear, thorough, and accessible.
Explain what was investigated, what was found, and whether the complaint is upheld. Include referral rights to the Legal Ombudsman and applicable timescales. Avoid technical legal language or overly defensive explanations.

🟠Tone and language matter.
Responses should be calm, collaborative and professional. Avoid confrontational or dismissive language, even where a complaint is not upheld.

🟠Use complaints as a learning tool.
Even where a complaint is not upheld, it may highlight opportunities to improve client communication or internal processes. Share lessons learned internally (anonymously) and, where appropriate, reassure clients that their feedback has been taken seriously.

There is no shame in receiving a complaint

Complaints are increasing across all sectors, not just the legal profession. What makes well‑run firms stand out is the ability to manage them consistently, proportionately and defensively.

Dealing with complaints properly at the investigation and response stage takes time, but that is well spent if it avoids Legal Ombudsman involvement, reduces reporting issues with PII insurers, and demonstrates effective management to the SRA.

Outsourced complaints handling.

Beal Cooper Compliance Ltd provides independent, outsourced complaints handling for solicitors’ firms.

I have many years’ experience handling complaints across multiple areas of law and liaising directly with the Legal Ombudsman. I understand the pressure on firms, the competing demands on senior managers’ time, and the importance of getting complaints handling right first time.

When set against a partner’s or senior fee earner’s hourly rate, outsourcing complaints is often a cost‑effective and pragmatic solution, while also providing consistency and objectivity.

If you would like a confidential, no‑obligation discussion about how outsourced complaints handling could support your firm, please get in touch.